The Ins and Outs of Virtual Teams

As technology grows, the definition of team is changing. These days it is normal to see people from different time zones and different countries collaborating as a team. Increasingly more companies are implementing the organizational strategy of virtual teams, also known as geographically dispersed teams (GDT). You have probably heard the term but are not sure if it fits your business model.

A common business misconception is that efficiency is a result of being in close proximity to a manager or team. Companies are realizing that productivity is instead a result of the abilities and compatibility of team members and that performance can be measured by the quality of the outcomes of the team. If a team consists of people who are motivated by personal career success and advancement, they are personally invested in the work they are doing. People who are motivated by the desire to prevent being reprimanded are apt to have very little personal investment and will probably not push themselves. Virtual teams are often composed of the former; because of this they can be powerhouses of efficiency and productivity.

In many businesses, virtual teams are not feasible, as certain tasks require physical interaction to accomplish. However, many businesses where this is practical are embracing this reorganization of teams. If you are considering virtual teams as a strategy, here are some advantages and disadvantages to consider.

Advantages

  • Recruitment based on competence not proximity
  • Team members can work during the times when they function most efficiently
  • Teams are comprised of members who are self-motivated and self-driven
  • More accommodation for team members’ personal and professional lives
  • No commuting time or cost
  • Reduced overhead, as there is no physical location
  • IT expenses are decreased as most teams use web-based tools for collaboration
  • Managers can better analyse the team’s efficiency as there are less social pressures

Disadvantages

  • Less social interaction, which may be a demotivator for some people
  • Loss of trust between team members if there is not guarantee that everyone is pulling their own weight
  • Creativity could be stifled, as the physical dynamics are lost
  • Team members may overwork themselves as managers can not physically see the length of time each task takes
  • Managers may lose track of the team’s progress, i.e. out of site out of mind

Online technology is the primary way that virtual teams interface with each other, including email, audio conferencing, and file sharing programs. Here is a list of a few websites and products that support teams that interact virtually.

  • Go to meetings – an economical method to have remote meetings
  • Yammer – a private social network for businesses that allows quick communication and interaction
  • Drop Box – a free way to share files
  • Second Life – allows for interactive meetings with the use of avatars

If you want more information on virtual teams in action, consider the articles below: 
http://www.theanywhereoffice.com/mobile-work/telework-viritual-teams-midmarket-companies.htm
http://www.forbes.com/2010/08/19/virtual-teams-meetings-leadership-managing-cooperation.html
http://www.openforum.com/articles/7-effective-tools-for-managing-a-virtual-team


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